Beruflich Dokumente
Kultur Dokumente
Management:
Creating
Competitive
Advantages
Chapter One
McGraw-Hill/Irwin Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved.
Learning Objectives
After reading this chapter, you should have a good
understanding of:
LO1.1 The definition of strategic management and
its four key attributes.
LO1.2 The strategic management process and its
three interrelated and principal activities.
LO1.3 The vital role of corporate governance and
stakeholder management as well as how
“symbiosis” can be achieved among an
organization’s stakeholders.
1-2
Learning Objectives (cont.)
LO1.4 The importance of social responsibility,
including environmental sustainability, and how it
can enhance a corporation’s innovation strategy.
LO1.5 The need for greater empowerment
throughout the organization.
LO1.6 How an awareness of a hierarchy of strategic
goals can help an organization achieve coherence in
its strategic direction.
1-3
Two Perspectives of Leadership
Romantic view
Leader is the key force
in organization’s
success
External control
perspective
Focus is on external
factors that may affect
an organization’s
success
1-4
QUESTION
A CEO made a lot of mistakes such as committing
errors in assessing the market and competitive
conditions and improperly redesigning the
organization into numerous business units. Such
errors led to significant performance declines. This
illustrates the __________ perspective of
leadership.
A. External control
B. Romantic
C. Internal mechanism
D. Operational
1-5
Example: 3M
Elements of Buckley’s turnaround
Set clear business goals for the company
Wanted 3M to develop lower-cost
products to compete in emerging markets
Became an outspoken champion for 3M
labs
1-6
What is Strategic Management?
Strategic Leaders must be
management must proactive, anticipate
become both a change, and
process and a way of continually refine
thinking throughout changes to their
the organization strategies
1-7
Defining Strategic Management
Strategic management
Analyses, decisions, and actions an
organization undertakes in order to create
and sustain competitive advantages
1-8
Defining Strategic Management
Analysis
Strategic goals
Internal and external environment of the firm
Strategic decisions
What industries should we compete in?
How should we compete in those industries?
1-9
Defining Strategic Management
Actions
Allocate necessary resources
Design the organization to bring intended
strategies to reality
1-10
Two Fundamental Questions
1. How should we 2. How can we create
compete in order to competitive
create competitive advantages in the
advantages in the marketplace that are
marketplace? unique, valuable,
and difficult for rivals
to copy or
substitute?
1-11
Strategic Management Concepts
Exhibit 1.1
1-12
Key Attributes of Strategic
Management
Stakeholders
those individuals, groups, and organizations who
have a “stake” in the success of the organization,
including owners (shareholders in a publicly held
corporation), employees, customers, suppliers,
the community at large,
1-13
13
Key Attributes of Strategic
Management
Ambidexterity
The challenge managers face of both aligning
resources to take advantage of existing product
markets as well
as proactively
exploring new
opportunities
1-14
Ambidextrous Behaviors in Individuals
They take time and are They are cooperative
alert to opportunities and seek out
beyond the confines of opportunities to
their own jobs combine their efforts
They are brokers, with others
always looking to build They are multitaskers
internal networks who are comfortable
wearing more than one
hat
1-15
Strategic Management Process
Intended strategy
Decisions are determined only by analysis
Realized strategy
Decisions are determined by both analysis
and unforeseen environmental
developments, unanticipated resource
constraints, and/or changes in managerial
preferences
1-16
Strategic Management Process
Exhibit 1.2
1-17
The Strategic
Strategic
Management
Management
Process
Process
Exhibit 1.3
1-18
Strategic Analysis
Consists of “advance work” that must be
done in order to effectively formulate and
implement strategies
Starting point
1-19
Strategy Formulation
A firm’s strategy formulation is developed at
several levels:
Business-level
Corporate level
International
Entrepreneurial
1-20
Strategy Implementation
Ensuring proper Establishing effective
strategic controls and means to coordinate
organizational designs and integrate
activities within the
firm as well as with
suppliers, customers,
and alliance partners
1-21
Corporate Governance and
Stakeholder Management
Corporate governance
The relationship among various participants
in determining the direction and performance
of corporations
Shareholders,
management,
board of directors
1-22
Corporate Governance and
Stakeholder Management (cont.)
Board of Directors
Elected
representatives of the
owners
Ensure interests and
motives of
management are
aligned with those of
the owners
Exhibit 1.4
1-23
Corporate Governance
Three mechanisms ensure effective
corporate governance:
An effective and engaged board of
directors
Shared activism
Proper managerial rewards and incentives
1-24
Stakeholder Management
Zero sum view
Stakeholders compete for attention and
resources of the organization
Gain of one is a loss to the other
Rooted in the traditional conflict between
workers and management
1-25
Stakeholder Management
Stakeholder symbiosis view
Stakeholders are dependent upon each other for
their success and well-being
Mutual benefits
1-26
26
QUESTION
Outback Steakhouse has developed a
sophisticated quantitative model and found that
there were positive relationships between
employee satisfaction, customer satisfaction,
and financial results. This is an example of
__________.
A. Zero-sum relationship among stakeholders
B. Stakeholder symbiosis
C. Rewarding stakeholders
D. Emphasizing financial returns
1-27
Crowdsourcing
Crowdsourcing
practice wherein the Internet is used to tap a
broad range of individuals and groups to
generate ideas and solve problems.
Linux, Amazon, Wikipedia
1-28
Social Responsibility
Social responsibility
The expectation that businesses or
individuals will strive to improve the overall
welfare of society
1-29
Social Responsibility
Triple bottom line
Assessment of a company’s performance in
financial, social, and environmental
dimensions
1-30
Example: Social Responsibility
Starbucks Coffee Company defines CSR as:
Conducting business in ways that produce social,
environmental and economic benefits for the
communities in which we operate and for the
company’s stakeholders, including shareholders.
1-31
Strategic Management Perspective
All managers and employees must:
Take an integrative, strategic perspective of
issues facing the organization
Assess how functional areas and activities
“fit together” to achieve goals and objectives
1-32
Three Types of Leaders
Local line leaders
Have significant profit-and-loss responsibility
Executive leaders
Champion and guide ideas, create a learning
infrastructure, establish a domain for taking
action
1-33
Three Types of Leaders (cont.)
Internal networkers
Generate power
through the conviction
and clarity of their
ideas
1-34
Coherence in Strategic Direction
Hierarchy of goals
organizational goals ranging from, at the top,
those that are less specific yet able to evoke
powerful and compelling mental images, to, at
the bottom, those that are more specific and
measurable.
Vision, mission statement, strategic objectives
1-35
A Hierarchy of Goals
Exhibit 1.6
1-36
Coherence in Strategic Direction
Organizational
vision
Goal that is
“massively inspiring,
overarching, and long
term”
Represents a
destination that is
driven by and evokes
passion
1-37
Why Do Visions Fail?
The walk doesn’t Not the holy grail
match the talk An ideal future
Irrelevance irreconciled with the
Too much focus leads present
to missed
opportunities
1-38
Coherence in Strategic Direction
Mission statement
Set of goals that include both the purpose of
the organization, its scope of operations, and
the basis of its competitive advantage
Has the greatest impact when it reflects an
organization’s enduring, overarching strategic
priorities and competitive positioning
1-39
Coherence in Strategic Direction
Strategic objectives
A set of organizational goals that are used to
operationalize the mission statement and that
are specific and cover a well-defined time frame.
1-40